All too often, talent acquisition is still considered an afterthought.  

This reactive strategy leads to a domino of difficulties: 

• Mismatched hires: Teams are formed on the basis of urgency rather than compatibility.
• Recruitment under pressure: Speed becomes more important than quality.
• Repetitive gaps: Because of attrition or poor alignment, TAs frequently fill the same roles over again. 

Talent acquisition turns into a service provider rather than a strategic partner when it’s not included in early planning. And in today’s fast-moving business world, that’s a liability. 

The Strategic Gap in TA

This disconnect isn’t just anecdotal. It’s reflected in the data. 

• 35% of CHROs say their organisations focus too much on short-term growth, failing to plan for the long-term talent needed to sustain it. 
• 48% are unsure how to access the skills their company needs, whether through internal mobility, reskilling, or hiring. 

And if that’s not enough, 72% of CHROs say they’re still measured on time-to-hire and cost-per-hire, instead of quality, retention, or business impact. 

These numbers paint a clear picture: talent teams are being measured on outdated KPIs while trying to solve forward-looking problems. 

When TA is kept on the sidelines, organisations lose the opportunity to proactively build teams aligned with strategy. Instead, they’re constantly playing catch-up. 

Why This Needs to Change

Talent is no longer just a function of HR. It’s a critical business lever.

When Talent Acquisition has a seat at the table early, businesses are better positioned to:  

• Plan smarter. Strategic initiatives like market entry, digital transformation, or operational scaling are aligned with hiring.
• Act faster. Because workforce planning has already been completed, headcount gaps don’t slow down execution.   
• Hire better. You’re not just hiring for today’s role. You’re hiring for tomorrow’s needs. 

Real-time market intelligence is a potent tool that TA offers. They are the first to notice changes in candidate behaviour, skill gaps, and salary trends. Imagine the impact if those insights shaped the start of business planning, not just the end. 

What’s Holding TA Back?

So, if the value is clear, why then isn’t Talent Acquisition already more involved? What’s holding it back? 

There are a few significant barriers:  

• Late Involvement: TAs are frequently brought in after the strategy has been decided upon, often without any input. 
• Limited Metrics: Rather than considering strategic impact, many TA teams continue to prioritise speed and cost. 
• Siloed Functions: Confusion over responsibilities between TA, HRBPs, L&D, and workforce planning limits cross-functional collaboration. 
• Lack of Business Fluency: In some cases, TA leaders are sometimes not viewed as business influencers because they haven’t yet positioned themselves as such. 

Because of all of this, TA is perceived as reactive and transactional rather than proactive and transformative. 

How TA Can Earn That Seat

The good news? Talent Acquisition doesn’t have to wait for an invitation. TA leaders can change perception and performance right now by implementing strategic measures. 

Here’s where to start: 

• Participate early in the strategic discussions. Ask to be included in discussions about transformation, market entry strategy, and annual workforce planning rather than waiting to be included. 
• Link hiring to business outcomes. Track and report on key performance indicators, such as retention rates, ramp-up speed, and time to productivity. Demonstrate how hiring choices either improve or degrade company performance. 
• Speak the language of the business. Collaborate closely with the teams in charge of strategy, operations, and finance. Present hiring as a growth enabler rather than a “support” function. 
• Build credibility through small wins. Pilot initiatives like skills-first hiring, internal mobility projects, and post-hire performance surveys. These have strategic value but don’t necessarily require large budgets. 
• Leverage your strengths. TA teams already excel in persuasion, relationship building, and market insight. These are the same skills needed to influence the C-suite, so use them internally, not just externally. 

Final Thought: Strategy Before Sourcing 

If your organisation wants to stay competitive, talent can’t be an afterthought. 

The most forward-thinking businesses include TA in the discussion before roles are created—while strategy is still taking shape. That’s when hiring becomes transformational, not just transactional. 

At the end of the day, without the right people to carry out a great business plan, it’s impossible to succeed. 

So the question isn’t “Can Talent Acquisition earn a seat at the table?” 

It’s “Can your business afford not to give them one?”  

Want to assess how strategically aligned your TA function really is? Our Talent Acquisition Audit helps pinpoint where your team stands and where it can evolve next. 

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